America is at a generational tipping point. The next five years will usher in a whole new class of leaders as powerful positions shift from one generation to the next.
Leadership roles are transitioning away from baby boomers, whether they like it or not. Millennials and Gen Z are poised to rise in the ranks, however much of the business canon and available literature offers advice from an irrelevant world—a world before hybrid offices, social media, and kiss cams at Coldplay concerts. Leaders are navigating digital and IRL (in real life) challenges where the older generations’ leadership styles are incongruous with the current moment’s needs.
So how does one navigate management and remain a values-driven millennial? Have no fear, a well thought out guidebook is here!
Amanda Litman’s new book When We’re in Charge: The Next Generation’s Guide to Leadership thoughtfully shares advice collected from over 100 interviews with next-gen leaders across all industries—including Litman’s own experience charting a path as cofounder of Run for Something.
FILLING THE BUSINESS BOOK CANON GAP
In her formative experience leading Run for Something as a 27-year-old, Litman was frequently the youngest person in the room. The business books she turned to did not teach how to assert authority in these situations, let alone how to craft her social media presence in harmony with her leadership style, or how to balance burnout while role-modeling a culture of balance (that still pursues profit). It was Litman’s search for maternity leave options as a founder that sharpened her realization: The gap between the advice she was getting from boomers, and the world she was navigating, was widening.
When We’re in Charge highlights Litman’s experience navigating maternity leave, alongside her many other experiences like implementing and protecting a 4-day work week, and even simply, figuring out how to dress professionally while being true to oneself. This book, with its collection of insights from founders across industries. It is especially useful for anyone thinking about moving into a leadership role in the near future when particularly tired of the “always on” management styles of previous generations. The book is clearly written for its audience, so boomers beware. And also note: If you’re looking for advice on how to balance payroll with cashflow—this is not that kind of business book.
WHY WORK SHOULDN’T SUCK
I had the opportunity to catch up with Litman about her book launch and its pivotal timing for those 40 and under.
One way younger leaders can navigate the current climate—and any climate—Litman believes, is with a new set of values. That includes one distinct value that “work shouldn’t suck.” Litman shares that, “Misery is not inherently necessary for things to be good, or for things to be worth it. Suffering doesn’t add value in the end.”
For anyone wondering what this looks like in practice, part two of Litman’s book goes into detail on how to implement and protect things like a 4-day work week and a culture of work-life balance within your organization. Throughout the book, but this section in particular, are practical tips from non-boomer founders, managers, politicians, and leaders. Part two has a particularly helpful section on meetings, where millennial founder Danielle Kantor of Sticky Note Labs shares actionable tips on how to structure meetings and use the time effectively. “Meetings aren’t the problem—it’s how we’re using them” says Kantor.
Aside from the practical elements, Litman is thinking big, and remains optimistic about this generational shift.
“I think we can establish a new way of leadership that becomes systemic. Maybe I am a little too optimistic, but as the world burns, we get to decide how we want to rebuild it and we are not beholden to the way things were done yesterday, as we decide how the world is going to be tomorrow. We get a chance to do it differently,” Litman says.
And if you’re wondering how to do this as a first-time manager or CEO, Litman’s When We’re in Charge offers both the practical tools and the generational mindset to lead differently—and dare I say, better than before.
Maureen Brown is CEO and cofounder of Mosie Baby.